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Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the 5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033 Fax: ++91 11 41055535
Email: [email protected]
Continuity and Resilience
P. O. Box 127557 Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530 Tel: +971 2 8152831 Fax: +971 2 8152888
Email: [email protected]
Please write to us if you would like to get in touch with the Speaker
CORE Middle East BCM Summit – Dubai, UAE Continuity and Resilience Understanding strategy, objectives, culture
Presenter: James Royds (Hon) FBCI
06/05/2016 Dubai 20-21 April 2016 4
06/05/2016 Dubai 20-21 April 2016 5
Your presenter – James Royds (Hon) FBCI
1996 – 2016 20 years in the industry
Chairman of the BCI 2010-2012
Honorary Fellow of the BCI
Fellow of the Chartered Management Institute
Specialist of the Institute of Risk Management
Independent Adviser, Trainer, Mentor
Lead auditor for ISO 22301:2012
Working knowledge of UK, GCC, Asia
06/05/2016 Dubai 20-21 April 2016 7
Continuity and Resilience
Strategy
Objectives
Culture
Strategic thinking
Strategy states what you are going to do and why
Plans state how you are going to do it, when and with what resources
Understanding the key difference between what is urgent and what is important
Focus on survival needs not business wants
The output is a range of planning options, choices and assumptions backed by credible decision-support material
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The Power of Imagination
“Logic will get you from A to B. Imagination will take you
everywhere” Einstein
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World Economic Forum – trends 2015
1. Deepening income inequality
2. Persistent jobless growth
3. Lack of leadership
4. Rising geostrategic competition
5. Weakening of representative democracy
6. Rising pollution in the developing world
7. Increasing occurrence of severe weather events
8. Intensifying nationalism
9. Increasing water stress
10. Growing importance of health in the economy
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Strategy, objectives, culture
Strategy – shaping the
future, setting in motion the
events that will shape the
future in ways which bring
benefits to you and or your
organisation
Thinking better, thinking
differently
Strategy
Objectives Culture
Shaping the future
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Strategy, objectives, culture
A specific result that an individual, group or system aims to achieve within a time frame and with available resources.
Objectives are tools that support planning and strategic activities.
They serve as the basis for creating policy and evaluating performance. Examples of business objectives might be:
Minimizing expenses
Expanding internationally
Making a profit
Being effective in response to a crisis
Strategy
Objectives Culture
Something we aim to achieve
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Strategy, objectives, culture
Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations and material objects and possessions acquired by a group of people in the course of generations through individual and group striving.
Culture in its broadest sense is cultivated behaviour; that is the totality of a person's learned, accumulated experience which is socially transmitted, or more briefly, behaviour through social learning.
Strategy
Objectives Culture
Values and Beliefs
Dubai 20-21 April 2016 15
The fabric of organisations
PERFORMANCE
STRA
TEGY
CU
LTU
RE
STRUCTURE
Being Resilient
Values
Attitudes
Behaviours
Ethics
Policies & Procedures Systems & Processes Technology Capabilities
Relationships and dependencies
between these lines will impact how resilient you are:
Risks emerge and your readiness to
respond is impacted
Systems & Processes Technology Capabilities
Mission/Vision
Initiatives
Plans
Objectives
06/05/2016
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Fear of the unknown
Replace fear of the unknown with curiosity and have the courage to ask of your organisation “what if....”
Planning verses not planning
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Time
Leve
l of
per
form
ance
B
No BCM – lucky escape
C No BCM – common outcome
A Effective BCM
Fire
Terrorism
Strike
Civil Unrest
Pandemic
Industrial Accident
Others …
Loss of staff
Infrastructure disruption
Loss of assets
Loss of reputation
Loss of confidence
Financial losses
Event
Consequence
Source: Ihsan Haque
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The Business Continuity Institute – www.thebci.org
History teaches us to expect the unexpected. Be prepared to ask the unthinkable. What if....
Events can and do take place which cannot be anticipated precisely.
Emergency response arrangements therefore need to be flexible in order to adapt to circumstances at the time while applying good practice.
Final thought
06/05/2016 Dubai 20-21 April 2016 25
Thank you for listening! Presentation
06/05/2016 Dubai 20-21 April 2016 26
Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the 5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033 Fax: ++91 11 41055535
Email: [email protected]
Continuity and Resilience
P. O. Box 127557 Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530 Tel: +971 2 8152831 Fax: +971 2 8152888
Email: [email protected]
Please write to us if you would like to get in touch with the Speaker
